An oral history of the short lifeand quick death of Dewey & LeBoeuf

“YOU HAVE TO BE BIGGER,” STEVEN H. DAVIS SAID.

In 2007, after orchestrating the merger of New York law firms
Dewey Ballantine and LeBoeuf, Lamb, Greene & MacRae,
Davis and the new firm management predicted that the newly
christened Dewey & LeBoeuf, with a combined 1,400 employees,
would make $1 billion in annual revenue and lead the growing
trend of globally sophisticated super-firms.

Bad timing. Davis, chairman of the merged firm, didn’t account
for the U.S. economic collapse that would take down banking
and insurance giants and devastate the business. By late 2011, it
was apparent that Davis’ predictions were shaky. By early 2012,
the firm began to collapse as top attorneys rushed to get new
jobs and other employees found themselves among the nation’s
unemployed during the worst recession in decades. In May of
that year, Dewey & LeBoeuf filed for bankruptcy.

Today, emotions remain raw. Super Lawyers Magazine contacted
more than 80 of the firm’s alumni. One responded, “It was an
absolute nightmare and I don’t yet have enough distance to be
ready to talk about it.” Two canceled appointments at the last
minute. Eight agreed to talk. Here is the story of Dewey & LeBoeuf
through their experiences. »